The document provides information about a three-day conference on the use of force in law enforcement to be held January 25-27, 2010 in Arlington, VA. Attendees will learn how to interpret legal standards regarding use of force, examine lethal and non-lethal force options, address challenges to use of force policies, and implement practices to improve officer safety. Speakers will discuss topics such as liability, force reporting, in-custody deaths after use of force, and misconduct allegations. On the third day, attendees can choose to participate in a post-conference workshop on defensive tactics for law enforcement survival.
Thought leadership insurance document from QBE European Operations.
This guide has been constructed to help you and your staff through the potentially complex aftermath of a serious or fatal accident on site. It covers key areas of the law and offers practical guidance on what to do when organisations and individuals are faced with criminal charges under health and safety and corporate manslaughter legislation.
Presentation designed by Adam and teammates from Consulting Career Acceleration Module, in the Mason School. Awarded 1st place at Deloitte competition.
Thought leadership insurance document from QBE European Operations.
This guide has been constructed to help you and your staff through the potentially complex aftermath of a serious or fatal accident on site. It covers key areas of the law and offers practical guidance on what to do when organisations and individuals are faced with criminal charges under health and safety and corporate manslaughter legislation.
Presentation designed by Adam and teammates from Consulting Career Acceleration Module, in the Mason School. Awarded 1st place at Deloitte competition.
Chapter 13 Whose responsibility are professional ethics.docxcravennichole326
Chapter 13: Whose responsibility are professional ethics?
Must a SW make an ethical decision all alone?
https://www.youtube.com/watch?v=UeUjAwFI9P0
No! These decisions are just too big to make completely alone!
“Morality is first and foremost a social institution, performing a social role, and only secondarily, if at all, a field for individual self-expression”
W. D. Walsh, philosopher (1969)
Support is always available
Social workers are always responsible for their own ethical decisions
But, she is a participant in a number of networks and social systems that support – or should support – her ethical decision-making
The agency employing her
The service delivery team, unit, or office
The professional association
Resources that support ethical decision-making
Client’s Bill of Rights
Agency Risk Audits
Peer Review and Committees on the Ethics of Social Work Practice
Accountability Systems
Training and Consultation
Agency Appeals Procedures and Ombudsmen
Professional Associations
NASW Professional Complaint Procedures
Client’s Bill of Rights
Brief statements informing people of the type of information they are entitled to know about their situation
Transmitting this information verbally is not enough; this is not considered a Bill of Rights
Bills of Rights must be in writing; it can only be issued by the agency, no the individual SW (unless in private practice)
Often include:
A person should expect to be treated with dignity and respect
He or she will be included in any decision-making practices related to his/her situation
He or she will be informed about available options
He or she has the right to speak to an ombudsman or other person if he or she is dissatisfied with his or her treatment
Agency Risk Audits
Many types of audits are conducted in human service agencies: financial, safety, quality control, utilization review, etc.
An Agency Risk Audit is related to the ethical dimensions of the work being done
Social workers’ knowledge of identified ethics-related risks (complaints or law suits filed against the worker, court cases and updates that are relevant to practice, etc.)
Current agency procedures for handling ethical issues, dilemmas, and decisions
Agency Risk Audits allow an agency to strengthen their own ethical performance while also allowing supervisors and workers to work together to share the burden of ethical decision-making
Strategies to prevent risk or ways to be proactive in ethical decision-making:
Assume a proactive stance by considering the preventive aspects of risk management
Minimize risk through familiarity with policies and procedures so as to minimize risks that occur because of lack of knowledge
Take a comprehensive look at the context and eliminate or reduce risk wherever possible
Stress education in the area of ethics, good practices, transference, and counter-transference
Supervision and consultation should be available
Share the burden of risk by being aware of agency policies and procedures, a ...
ESCO Communications works hard to understand your environment of care. With products and education, we strive to work as your business partner and provide you with the best ROI possible.
Chapter 13 Whose responsibility are professional ethics.docxcravennichole326
Chapter 13: Whose responsibility are professional ethics?
Must a SW make an ethical decision all alone?
https://www.youtube.com/watch?v=UeUjAwFI9P0
No! These decisions are just too big to make completely alone!
“Morality is first and foremost a social institution, performing a social role, and only secondarily, if at all, a field for individual self-expression”
W. D. Walsh, philosopher (1969)
Support is always available
Social workers are always responsible for their own ethical decisions
But, she is a participant in a number of networks and social systems that support – or should support – her ethical decision-making
The agency employing her
The service delivery team, unit, or office
The professional association
Resources that support ethical decision-making
Client’s Bill of Rights
Agency Risk Audits
Peer Review and Committees on the Ethics of Social Work Practice
Accountability Systems
Training and Consultation
Agency Appeals Procedures and Ombudsmen
Professional Associations
NASW Professional Complaint Procedures
Client’s Bill of Rights
Brief statements informing people of the type of information they are entitled to know about their situation
Transmitting this information verbally is not enough; this is not considered a Bill of Rights
Bills of Rights must be in writing; it can only be issued by the agency, no the individual SW (unless in private practice)
Often include:
A person should expect to be treated with dignity and respect
He or she will be included in any decision-making practices related to his/her situation
He or she will be informed about available options
He or she has the right to speak to an ombudsman or other person if he or she is dissatisfied with his or her treatment
Agency Risk Audits
Many types of audits are conducted in human service agencies: financial, safety, quality control, utilization review, etc.
An Agency Risk Audit is related to the ethical dimensions of the work being done
Social workers’ knowledge of identified ethics-related risks (complaints or law suits filed against the worker, court cases and updates that are relevant to practice, etc.)
Current agency procedures for handling ethical issues, dilemmas, and decisions
Agency Risk Audits allow an agency to strengthen their own ethical performance while also allowing supervisors and workers to work together to share the burden of ethical decision-making
Strategies to prevent risk or ways to be proactive in ethical decision-making:
Assume a proactive stance by considering the preventive aspects of risk management
Minimize risk through familiarity with policies and procedures so as to minimize risks that occur because of lack of knowledge
Take a comprehensive look at the context and eliminate or reduce risk wherever possible
Stress education in the area of ethics, good practices, transference, and counter-transference
Supervision and consultation should be available
Share the burden of risk by being aware of agency policies and procedures, a ...
ESCO Communications works hard to understand your environment of care. With products and education, we strive to work as your business partner and provide you with the best ROI possible.
Resource Guide for Enhancing Community Relationships and Protecting Privacy a...Dawn Dawson
Attorney General Eric Holder “information, tools, and best practices to maintain public safety while safeguarding constitutional rights during First Amendment-protected events.”
Legal and Ethical Considerations in the Use of Police Breaching Tools.pdfSANTactical
Police breaching tools are specialized tools used by law enforcement to gain entry into buildings or vehicles during high-risk operations. They include equipment such as battering rams, pry bars, hydraulic spreaders, and explosive devices. Legal and ethical considerations are important when using these tools to ensure that they are used appropriately and do not violate constitutional rights or ethical principles. These considerations include compliance with search and seizure laws, use of force guidelines, and respect for human dignity, transparency, and accountability. Adhering to these considerations is essential to maintain the public's trust in law enforcement and ensure the safety of both officers and the public.
Article Submission to the IACP – Police Chief Magazine Submi.docxfestockton
Article Submission to the IACP – Police Chief Magazine
Submitted February 9, 2010
The Untruthful Employee - Is Termination the Only Response?
By: Chief Ronal Serpas and Captain Michael Hagar, Metropolitan Nashville
Police Department, Nashville, TN
Over the last many years law enforcement leaders have come under increasing
pressure to answer the question: “What do I do with a law enforcement employee
who has been proven to be untruthful in the work place?” Many departments
have also been confronted with significant and far reaching court decisions that
play a prominent role in this decision making process, as well as vigorous
debates and lengthy court battles with labor organizations around the issue of
truthfulness expectations in policy and disciplinary actions. Beyond court
decisions and day to day management issues, in recent years the US
Department of Justice has issued far reaching instructions on the conduct of
federal law enforcement cases that may involve local and state police employees
who have a history of being untruthful in the work place. There have been
articles titled, “Disclosing Officer Untruthfulness to the Defense: Is a Liars Squad
Coming to Your Town?”1, “Chief's Counsel: Should Police Officers Who Lie Be
Terminated as a Matter of Public Policy?”2 and similar discussions in this
magazine and others. In light of these critical and evolving issues, a recent
decision from the Tennessee Court of Appeals analyzing the procedures and
practices of the Metropolitan Police of Nashville Davidson County, TN can be
instructive. Without disregarding the import and consequences of Brady v
Maryland3 and Giglio v. United States4, this article proposes that it should be the
public policy of law enforcement agencies that untruthful conduct by a law
enforcement agency employee has a most damaging effect to the day to day
efficient and effective service of policing. Moreover, the use of untruthful
statements to avoid disciplinary action further undermines the efficient and
effective service expected of American police departments. Truthfulness by
employees is not only an issue of witness credibility in a court of law; it is the
fundamental nature of law enforcement service and strikes to the core of our
ability to provide effective and efficient service. As a result, untruthful conduct,
when found, must be met with the most serious of disciplinary action –
termination.
1 Disclosing Officer Untruthfulness to the Defense: Is a Liars Squad Coming to Your Town?,
Police Chief Magazine, November, 2005.
2 Chief's Counsel: Should Police Officers Who Lie Be Terminated as a Matter of Public Policy?,
Police Chief Magazine, April, 2008.
3 Brady v. Maryland, 373 U.S. 83 (1963)
4 Giglio v. United States, 405 U.S. 150 (1972)
Serpas and Hagar
Page 1 of 9
http://www.policechiefmagazine.org/magazine/index.cfm?fuseaction=display&article_id=744&issue ...
Article Submission to the IACP – Police Chief Magazine Submi.docxrossskuddershamus
Article Submission to the IACP – Police Chief Magazine
Submitted February 9, 2010
The Untruthful Employee - Is Termination the Only Response?
By: Chief Ronal Serpas and Captain Michael Hagar, Metropolitan Nashville
Police Department, Nashville, TN
Over the last many years law enforcement leaders have come under increasing
pressure to answer the question: “What do I do with a law enforcement employee
who has been proven to be untruthful in the work place?” Many departments
have also been confronted with significant and far reaching court decisions that
play a prominent role in this decision making process, as well as vigorous
debates and lengthy court battles with labor organizations around the issue of
truthfulness expectations in policy and disciplinary actions. Beyond court
decisions and day to day management issues, in recent years the US
Department of Justice has issued far reaching instructions on the conduct of
federal law enforcement cases that may involve local and state police employees
who have a history of being untruthful in the work place. There have been
articles titled, “Disclosing Officer Untruthfulness to the Defense: Is a Liars Squad
Coming to Your Town?”1, “Chief's Counsel: Should Police Officers Who Lie Be
Terminated as a Matter of Public Policy?”2 and similar discussions in this
magazine and others. In light of these critical and evolving issues, a recent
decision from the Tennessee Court of Appeals analyzing the procedures and
practices of the Metropolitan Police of Nashville Davidson County, TN can be
instructive. Without disregarding the import and consequences of Brady v
Maryland3 and Giglio v. United States4, this article proposes that it should be the
public policy of law enforcement agencies that untruthful conduct by a law
enforcement agency employee has a most damaging effect to the day to day
efficient and effective service of policing. Moreover, the use of untruthful
statements to avoid disciplinary action further undermines the efficient and
effective service expected of American police departments. Truthfulness by
employees is not only an issue of witness credibility in a court of law; it is the
fundamental nature of law enforcement service and strikes to the core of our
ability to provide effective and efficient service. As a result, untruthful conduct,
when found, must be met with the most serious of disciplinary action –
termination.
1 Disclosing Officer Untruthfulness to the Defense: Is a Liars Squad Coming to Your Town?,
Police Chief Magazine, November, 2005.
2 Chief's Counsel: Should Police Officers Who Lie Be Terminated as a Matter of Public Policy?,
Police Chief Magazine, April, 2008.
3 Brady v. Maryland, 373 U.S. 83 (1963)
4 Giglio v. United States, 405 U.S. 150 (1972)
Serpas and Hagar
Page 1 of 9
http://www.policechiefmagazine.org/magazine/index.cfm?fuseaction=display&article_id=744&issue.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
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Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
1. January 25–27, 2010
The 2010 Conference on
Arlington, VA
The Use of Force
in Law Enforcement
Develop and Execute Proven Policies and Procedures for
Use of Force in Your Agency
You Will Learn How to:
Interpret Legal Ramifications and Liabilities Surrounding Use of Force
Educate your officers on potential liability risks and implement force reporting procedures and protocols
Examine the Use of Lethal and Non-Lethal Force
Determine the role TASER and other less lethal technologies play in use of force incidents
Implement Practices to Improve Officer Safety in the Line of Duty
Develop tactics to ensure officer safety during high risk and volatile confrontations
Address Challenges to Use of Force Policy and Procedure
Learn the latest policy trends to safeguard your agency against misconduct and wrongful use claims
Presented by: In Association with:
PerformanceInsitute.org/Force
2. The 2010 Conference on The Use of Force in Law Enforcement
DAY ONE: JANUARY 25, 2010
8:30 10:30
Registration and Continental Breakfast
Define Use of Force for Law Enforcement Professionals
• Modern law enforcement is one of the most widely misunderstood
9:00
professions, both internally and externally. While much of this
Keynote Address is caused by television and movies, we in law enforcement
Protect and Serve: Legal Standards of Force in the can also be to blame. Frequently we use terminology casually
21st Century and without regard to possible negative perceptions. Positive
community relations are not possible in an environment of mistrust
Law enforcement use of force is a required field of learning for all and misunderstanding. In this session, participants will discuss
agencies. In today’s environment, court decisions, state and federal commonly misused law enforcement terms and the problems
mandates, and tort reforms shape case law across the nation. In the they create from training, officer safety, community relations, and
International Association of Chiefs of Police study on Police Use of legal defensibility perspectives. This session will also address the
Force in America 200l, physical chemical, electronic, impact and power of proper documentation and positive personal interaction
firearm force were identified as the components of force. with members of the media and the community.
Learn how these components of force and the landmark cases of Steve Ashley, Law Enforcement Researcher and Risk Manager
Graham v. Connor and Tennessee v. Garner explore more recent
cases in a variety of categories, such as handcuffing and use of
less-than-lethal devices. During this in-depth keynote you will learn to: 11:30
• Interpret the constitutional legal standards and hot button issues in Assess Liability in Use of Force Situations
use of force policy
In law enforcement, police administrators and command staff
• Weigh the circumstances of an officer’s use of force on the job must constantly focus on the threat of civil liability. Today, lawsuits
• Determine the place of policy, including the Graham standard question whether a law enforcement agency has responsibly
planned and managed a broad array of operational and
J. Michael McGuinness, The McGuinness Law Firm administrative dynamics. The agency’s written policies are
challenged and its programs of training, supervision, and discipline
10:15 are closely scrutinized. Supervisory liability, liability for negligent
Break & Refreshments training and municipal liability can quickly follow from this scrutiny.
• Study responsible, systematic planning and administration to
minimize officer mistakes and misconduct
• Decrease the threat of supervisory and municipal liability
Harvey V. Hedden, Executive Director, International Law
Enforcement Educators and Trainers Association
• Police Chiefs • Elected Officials
WHO • Deputy Chiefs • City and County Attorneys
• Training Managers • Police Legal Advisers
SHOULD • Training Instructors • Risk Managers
• Department Administrators • Professional Standards Staff
ATTEND • City Managers ... And anyone involved in Use of Force
for law enforcement
2 PerformanceInsitute.org/Force
3. The 2010 Conference on The Use of Force in Law Enforcement
DAY ONE: JANUARY 25, 2010
12:30 2:30
Lunch Break
Examine the Ramifications of In -Custody Deaths
After a Use of Force Situation
1:30
• In use of force situations the scene can quickly escalate out of
Understand Force Reporting for Risk Mitigation control, with the suspect being placed into custody. In years
A key phase in controlling law enforcement risk management involves past, high profile in-custody deaths have led the media, medical
officers reporting their uses of force. Understanding the standards practitioners, and the public at large, to scrutinize police practices.
of force, knowing the pitfalls force reporting, considering officers’ Can in-custody deaths be linked to a common cause? Are they the
limitations and learning from past mistakes all play a critical role in result of aggressive use of force practices?
managing the risks associated with officers’ use of force reporting. • Hear about “excited delirium” and other issues with suspects who
• Investigate incidents quickly and efficiently to create die in custody after force is used
accurate reports • Determine how police officers might deal with individuals that
• Implement a reporting plan that complies with reporting standards have mental and physical disabilities – as well as chemical
dependencies – during street encounters
Harvey V. Hedden, Executive Director, International Law Steve Ashley, Law Enforcement Researcher and Risk Manager
Enforcement Educators and Trainers Association
2:15 3:30
Break & Refreshments
Address and Learn to Lessen Police
Misconduct Allegations
Everyday officers are put in life or death situations. Being an officer
brings about great responsibility, stress and occasionally pivotal
moments in pursuit. At times, diffusing situations and apprehending
suspects can lead to blurred lines between acceptable force and
inappropriate behavior.
• Address how to train your officers to stay calm and utilize all
available legal resources to contain a situation
• Determine how to address misconduct allegations after an
incident and what to do to prevent such an occurrence from
happening again
Philip Hayden, Philip P. Hayden and Associates
4:30
Adjourn
1. Identify and implement the standards 4. Determine the appropriate use of less
of force reporting at your agency lethal technologies such as TASER
REASONS 2. Maintain and improve officer safety on 5. Understand the current landscape for
TO ATTEND and off the job the decision to use lethal force
3. Create a use of force strategy that best
fits your department’s needs
PerformanceInsitute.org/Force 3
4. The 2010 Conference on The Use of Force in Law Enforcement
DAY TWO: JANUARY 26, 2010
8:30 12:30
Continental Breakfast
Survive the Nightshift and Other On-the-Job Hazards
Officers on patrol encounter numerous scenarios during every shift,
9:00 some they can prepare for, but many that must be met with quick
Keynote Address thinking. Violent encounters reported during the “nightshift” are often
The Great Debate: TASER and Other Non-Lethal the most dangerous. During this session you will learn how to:
Devices…Are They Helping or Hurting? • Identify safety techniques through the use of low-light policing and
The TASER is a handgun-sized weapon that can deliver other safety tactics
incapacitating energy to an unruly suspect from up to 35 feet • Discuss the specialization surrounding low-light policing and training
away. Research indicates that the risk of severe or life-threatening
Thomas J. Aveni, MSFP, Executive Director, The Police Policy
injury is extremely low. Discover the legal and practical landscape
Studies Council
for TASER use, explore the facts and determine if an electronic
control device will have a place in your arsenal. This session will
1:45
also address the use of other options such as pepper spray and
batons, and what the future holds for these non-lethal options. In this Break & Refreshments
informative keynote address you will learn to:
2:00
• Identify the benefits of adding non-lethal options to your
officers’ arsenal Examine the Current Usage and Shifts in the Use
• Examine the current precedent for the use of TASER and of Force Model
non-lethal devices • Many models of police use of force originated in the 1970s and
• Dispel common myths and misconceptions surrounding incidents 1980s. These original continuum models have been replaced in
involving non-lethal devices many jurisdictions by situational use of force models, such as the
Steve Ashley, Law Enforcement Researcher and Risk Manager use of force wheel that originated in the 1990s. Today, many
departments are moving away from the use of continuums, and
others question their validity altogether. In this session you will:
10:15
Break & Refreshments • Examine your agency’s position on continuums, and where you are
compared to the rest of the country
10:30 • Develop an understanding of what is acceptable under today’s use
of force standard of practice
Discuss the Use of Deadly Force
Steve Ashley, Law Enforcement Researcher and Risk Manager
In many urban and suburban settings, the police use of deadly force
remains an incendiary issue. Current analysis suggests that police
3:00
are shooting unarmed suspects almost as frequent as they did prior
to the landmark Tennessee v. Garner decision. Are there critical Maintain Officer Safety On and Off the Job
policy and training issues that agencies are overlooking? And, Officer safety in the field is of great importance and often an
are there training practices that seem to substantially correlate with overlooked subject. Determine ways to increase officer safety by
misapplications of deadly force? learning the necessary skills to recognize dangerous offenders.
• Take a critical look at deadly force issues making today’s headlines Also identify techniques that will maximize officer safety during the
interview and interrogation process. The session will:
• Assess the use of deadly force situations in your jurisdiction and
determine how these cases may impact your policy • Equip you will best practices for officer safety and survival
Thomas J. Aveni, MSFP, Executive Director, The Police Policy • Address legal issues associated with officer safety techniques
Studies Council Kevin Stephens, Detective, Training Coordinator, Las Vegas
Metropolitan Police Department
11:45
Lunch Break
4:15
4 PerformanceInsitute.org/Force Adjourn
5. The 2010 Conference on The Use of Force in Law Enforcement
DAY THREE: JANUARY 27, 2010
Post-Conference Workshops are practical, supplementary application sessions which incorporate
and review tools, techniques and methods presented during the event. Participants will obtain a
further understanding of how to use newly acquired tools and cutting-edge strategies. Through
group exercises and scenario-based learning, you’ll walk away with the expertise and resources
needed for immediate and practical application. Enrollment space is limited, so register today to
reserve your place.
8:30
Workshop Registration & Continental Breakfast
9:00
Post-Conference Workshop: Safe on the Streets: Defensive Tactics for Law Enforcement Survival
Academy training provides limited training on the importance of defensive tactics on the job. It is also difficult to implement tactics in
the middle of a high-impact situation. In this interactive workshop, develop the skills necessary to approach and control every situation.
Develop the ability to outmaneuver any subject with simple and effective defensive tactics that can be used in a variety of situations. This
interactive workshop will cover:
• Hear about the latest training trends and identify which are best for your agency
• Develop preventative safety tactics to integrate into use of force situations
• Gather information about proper procedure and execution within your jurisdiction
• Improve defensive readiness for front line officers
• Learn from real world examples about implementing tactics on the job
Gary T. Klugiewicz, Director of Training
PoliceOne Training Network, Praetorian Group, Inc.
12:00
Workshop Adjourns
“The information presented is essential in accurately
reporting each and every use of force.”
STUART MAY, LIEUTENANT, OKLAHOMA CITY POLICE DEPARTMENT
PerformanceInsitute.org/Force 5
6. The 2010 Conference on The Use of Force in Law Enforcement
SPONSORSHIP In-House Training
OPPORTUNITIES
One of the more popular vehicles for accessing the Institute’s educational offerings is the delivery of
on-site trainings and management facilitations. Bringing a training or facilitation in-house gives you
As a conference and the opportunity to customize a program that addresses your exact challenges and provides a more
training provider, personal learning experience, while virtually eliminating travel expenses. Whether you require training
The Performance for your department or for an organization-wide initiative, the advanced learning methods employed
by The Performance Institute will create an intimate training atmosphere that maximizes knowledge
Institute is an expert transfer to enhance the talent within your organization.
in bringing together
leaders to share and CUSTOMIZATION
discuss best practices
We realize that not all obstacles can be overcome by applying an “off-the-shelf solution”. While many
and innovations. We training providers will offer you some variation of their standard training, The Performance Institute’s
connect decision-makers subject matter experts will work with you and your team to examine your programs and determine
with respected solution your exact areas of need. The identification of real life examples will create a learning atmosphere
providers. that resonates with participants while at the same time providing immediate return on your training
investment. Using interactive exercises that employ actual projects or scenarios from your organization,
The Institute offers four instructors can address specific challenges and align the curriculum of each session to your objectives.
While the majority of on-site trainings are focused on smaller groups, The Performance institute also has
different pre-designed the ability to accommodate organizational-wide training initiatives. Utilizing multiple instructors, The
sponsorship packages: Institute has the capacity to deliver courses to groups of up to 300 participants per day.
• Event Co-Sponsor
AREAS OF EXPERTISE
• Session Sponsor On-site delivery of single courses, certification programs and entire packages of specialized courses
are available in the following areas:
• Luncheon Sponsor
• Strategic Planning
• Exhibit Booth • Performance Measurement
Sponsor • Project Management
• Lean Six Sigma
For more information • Workforce Management
on sponsorships or to • Performance-Based Budgeting
get started, contact • Performance-Based Contracting
Meredith Mason at • Performance Reporting
202-739-9707 or • Program Evaluation
Meredith.Mason@ • Administrative Management
PerformanceInstitute.org • Leadership and Change
For more information about in-house training options available to you, please contact
Jennifer Mueller at 202-739-9619 or email her at Jennifer.Mueller@PerformanceInstitute.org.
6
6 www.PerformanceInsitute.org/Force
7. The 2010 Conference on The Use of Force in Law Enforcement
Logistics & Registration REGISTRATION
1. ONLINE at www.PerformanceInstitute.org/Force
Venue & Hotel
2. VIA FAX to 866-234-0680
The 2010 Conference on The Use of Force in Law Enforcement will be hosted at
The Performance Institute’s Training Center in Arlington, VA, just one block east of the 3. VIA PHONE to 877-992-9521
Courthouse stop on the Orange Line of the D.C. Metro. A public parking garage is 4. VIA MAIL to
located inside of the building for $10/day. Continental breakfast and refreshments
will be provided for delegates on each day. The Performance Institute Corporate Headquarters
805 15th Street, NW, 3rd Floor
The Performance Institute Training Center
1515 N. Courthouse Road, Sixth Floor Washington, DC 20005
Arlington, VA 22201
877-992-9521 | www.PerformanceInstitute.org Yes! Register me for The 2010 Conference on The Use of Force in Law Enforcement
A limited number of rooms have been reserved at the Arlington Rosslyn Courtyard Yes! Register me for The 2010 Conference on The Use of Force in Law
by Marriott at the prevailing rate of $233.00 until, December 27, 2009. This Enforcement and Workshop
rate is based on the Government Per Diem and is subject to change. Please call Please call me. I am interested in a special group discount for my team
the hotel directly and reference code “Use of Force” when making reservations
to get the discounted rate. The hotel is conveniently located three blocks from the
Rosslyn Metro station. Please ask the hotel about a complimentary shuttle that is
Name Title
also available for your convenience.
Arlington Rosslyn Courtyard by Marriott
1533 Clarendon Blvd.
Office Organization
Arlington, VA 22209
703-528-2222
www.CourtyardArlingtonRosslyn.com
Address
Tuition & Group Discounts:
The tuition rate for attending The 2010 Conference on The Use of Force in City State Zip
Law Enforcement is as follows:
Early Bird Rate* Regular rate
Conference Only $699 $799 Telephone Fax
One Day Workshop -- $299
* For the Early Bird Rate, register before November 16, 2009 Email
For more information on group discounts for The 2010 Conference on The Use of
Force in Law Enforcement please contact Melvin Hall at 202-739-9630 or email
him at Melvin.Hall@PerformanceInstitute.org. Payment Information
Training Form/Purchase Order Check (accepted by mail only)
CANCELLATION POLICY experience and wish to request a credit or refund, Credit Card
For live events: The Performance Institute will please submit it in writing no later than 10 business
provide a full refund less $399 administration fee days after the end of the training to:
for cancellations four weeks before the event. If
cancellation occurs within two weeks prior to The Performance Institute: Quality Assurance
conference start date, no refund will be issued. 805 15th St, NW-3rd Floor Credit Card Number Expiration Date
Registrants who fail to attend and do not cancel prior Washington, DC 20005
to the event will be charged the entire registration fee.
We will evaluate individual complaints in a context of
All the cancellation requests need to be made via collective comments from the event.
Cvent or email. Your confirmation email contains links Name on Card
to modify or cancel registrations. Please note that Note: As speakers are confirmed six months before
the cancellation is not final until you receive a written the event, some speaker changes or topic changes
confirmation. may occur in the program. The Performance Institute is
not responsible for speaker changes, but will work to
Payment must be secured prior to the conference. If ensure a comparable speaker is located to participate Billing Zip Code 3 Digit Card Verification #
payment is not received by the conference start date, in the program.
a method of payment must be presented at the time Please make checks payable to: The Performance Institute Priority Code: L280-WEB
of registration in order to guarantee your participation DISCOUNTS
at the event. • All ‘Early Bird’ Discounts must require payment at
time of registration and before the cut-off date in
QUALITY ASSURANCE order to receive any discount.
The Performance Institute strives to provide you with the • Any discounts offered whether by The Performance
most productive and effective educational experience Institute (including team discounts) must also require
possible. If after completing the course you feel there payment at the time of registration.
is some way we can improve, please write your • All discount offers cannot be combined with any
comments on the evaluation form provided upon your other offer.
arrival. Should you feel dissatisfied with your learning • Discounts cannot be applied retroactively www.PerformanceInsitute.org/Force 7
8. About the Performance Institute
Called “the leading think tank in performance measurement for government” on OMB’s ExpectMore.
gov, The Performance Institute has been a leader in Performance Management training and policy
since the 2000 administration transition. As part of the Government Performance Coalition, a group of
good government organizations, the Institute worked in 2000 to deliver recommendations to the then
new administration on what would become the President’s Management Agenda.
In 2009, the Institute is leading Innovations in Government: From Transition to Transformation,
or InnoGOV.org, a collection of forums, research and recommendations to bring insight and
transformation to the federal government. The goal of InnoGOV.org is to centralize the importance
of performance, accountability and transparency in government and to disseminate the leading best
practices to government managers.
The Performance Institute has published several research reports regarding performance management
initiatives and trains over 10,000 government managers per year on performance-based topics.
Dedicated to improving citizen services and taxpayer transparency, the Institute uses a best-practices
foundation to deliver the most effective and tested methodologies for improving performance.
8 www.PerformanceInstitute.org